Local Regulations Compliance Measures for Job Retention of Employees during Covid Crisis through Adaptability Factors on Monetary Fringe Benefits

The aftermath of COVID-19 has been increasing the rate of job losses and unemployment crises all around the globe. It has mostly affected the financial growth of a country and reduced the ability of the inhabitants to cope with the increasing rate of cost of living all around the globe. The disruptive scenario of business during the COVID pandemic has caused critical financial and operational loss for a large number of business companies in the worldwide market. The fear of exposure to the covid virus and the threat of infection of the covid has reduced performance and a large number of employees quit their jobs during the pandemic. The mental vulnerability and physical risk mostly caused a serious reduction rate in employee retention rates all around the globe. The government and the administration in various areas provide key support and monetary fringes to enhance the job retention rate of the employees within different places which helps business companies to face lesser disruption in business during a pandemic. This study aims to evaluate local regulations and compliance measures for job retention of employees during covid crisis through adaptability factors on monetary fringe benefits. Secondary qualitative data has gathered within the process while the pieces of information onward 2019 in authentic and peer-reviewed sites were taken as the inclusion category within the study.

Delivering Aid to Businesses through the Payroll Tax System: The Case of the Employee Retention Credit

During the COVID-19 pandemic, Congress enacted the Employee Retention Credit (ERC), a payroll tax credit paid to firms experiencing pandemic-related hardship. This paper uses administrative tax data to study the claiming of this credit. While firms have claimed nearly $100 billion of the credit, we find take-up to be highly imperfect even in contexts where nearly universal eligibility is expected. We find that the credit was mostly paid as a lump sum after the end of the quarter. Finally, we find that the progressivity of the ERC depends on whether the incidence of the ERC fell on business owners or employees.

The role of compensation in shaping employee's behaviour: a mediation study through job satisfaction during the Covid-19 pandemic

PurposeThis research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job satisfaction in the relationship.Design/methodology/approachIn the present study, self-administrated questionnaires were distributed among 600 doctors working in public hospitals of Pakistan, following stratified sampling. The data analysis was conducted through SPSS and smart-PLS.FindingsResults of the present study supported all the hypotheses (H1–H7), such as the significant relationship of compensation with employee retention and turnover intentions. Results further confirmed the mediation effect of job satisfaction between compensation and employee retention as well as compensation and turnover intentions.Practical implicationsThis study is useful for policymakers and organizational managers since the study provides guidelines on employee retention and high turnover intentions and how these factors are influenced by improved compensation.Originality/valueThis study sheds light on the relationship of compensation together with employee retention and turnover intentions through the mediating role of job satisfaction in healthcare context, which was overlooked in the existing literature.

Exploring motivating factors of traditionally trained first-year teachers: A qualitative study

The problem among teacher retention is an issue as the annual teacher turnover rate in several countries is between 13-15%. With the increase in teachers selecting alternative paths or emergency permits, this study aimed to explore the motivational factors of traditionally trained, first-year, full-time, K-12 public teachers. The education motivational research specifically focused on preservice experience, early teacher experience, teacher motivation approaches, and recruitment and retention motivation. Although there is a lot of research on motivation, the research gap did not provide motivational factors specifically aimed at the traditionally trained, first-year, full-time, K-12 public teachers. The study contributed to the field of education by providing the motivational factors from the teachers' own experiences through a basic qualitative approach with semi-structured interviews. The purpose of this basic qualitative study was to explore the motivational factors traditionally trained, first-year, full-time, K-12 public school teachers. The theoretical framework for the study was Herzberg's motivation-hygiene theory. The population for this study consisted of 10 traditionally trained, full-time K-12 public school teachers. Using thematic analysis, four motivational factor themes emerged: affirmation, support, job selection, and pandemic impact. The teachers were motivated by affirmation, acknowledgement of their conscientious application to the profession and knowing they were making a difference among their students. The teachers were motivated by support through having balance and opportunities for professional growth. The teachers were motivated by the ability to select the position and school district. On the opposite spectrum, the pandemic impact motivated teachers in making the decision to return to the classroom the following year. The study includes the COVID-19 restrictions, specifically the interviews being conducted virtually. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The Link between HRM Practices and Performance in Healthcare: The Mediating Role of the Organizational Change Process.

The role of human resources as a change agent in the organizational change process holds great importance. Hence, it is crucial to identify ways human resources can support change. This paper investigates the direct and indirect relationships between human resource management (HRM) practices and organizational performance, as well as the mediating role of the organizational change process in these relationships. The proposed model integrates primary HRM practices, organizational change components, organizational performance, employee retention, and organizational abandonment. We collected data to evaluate the relationships between the model variables through a survey questionnaire applied to 441 Romanian employees in the healthcare industry. The paper used structural equation modeling to test the model's validity and hypotheses. The results show that HRM practices directly impact organizational performance and have a mediated impact through the organizational change process. Additionally, the direct and mediating effects are consistent, and healthcare employers consider appropriate HRM practices and effective management of the organizational change process as essential drivers to achieve superior performance. The empirical findings provide valuable insights for government policymakers, stakeholders, and health managers on how suitable HRM practices can influence organizational performance.

Exploring the relationship between hygiene and motivator factors relating to teacher's intended retention in title i South Mississippi schools: A quantitative study

Nationwide, the teacher shortage and turnover concerns are an ongoing, ever-growing issue in public education. Ingersoll and Perda (2009) define turnover as the "migration of teachers from one school district to another" (p. 8). In 2016, the nationwide report on teacher retention showed that nearly half a million teachers will leave their schools or profession by the end of the year (Fuller et al., 2016). Finding a remedy for high attrition and low retention could build a sustainable solution to shortages in K-12 public education. Teacher retention refers to the percentage of teachers that remain within their school after the previous year of teaching. On the other hand, attrition refers to the number of teachers that leave or do not return for the next school year, which is averaging around 12% of all U.S. teachers annually (Moore, 2012). This quantitative study examined the relationships between teachers and their perceptions of administrator support, job-related stress, COVID-19 related stress, and self-efficacy to create a positive work environment. This study also examined the factors behind a teacher wanting to return to their current job position, switch school districts, or leave the career altogether. This study aligned with the Motivational Two Factor Theory created by Herzberg, Mausner, and Snyderman (1959). Herzberg et al. (1959) posited that "certain factors lead to positive attitudes towards work, and others lead to negative attitudes" (p. 12). This study focused on the motivational factors that lead to burnout and stress among public school teachers of Hattiesburg, Mississippi. Utilizing three scales, Bandura's (1959) Teacher Burnout Scale, Lee's COVID-19 Anxiety Scale, and Seidman and Zager's (1986) Self-efficacy Scale, this research demonstrated that some stress and burnout are present in Hattiesburg, Mississippi teachers, but a majority of participants remained neutral about their levels of stress and burnout. The results suggest a variety of correlations including administrator support, attitudes towards students, and discipline as factors that create burnout among teachers. Minimal COVID-19 anxiety was present but revealed other factors led to stress over COVID-19. Additionally, when stress and burnout are present, teachers show a higher tendency to want to leave their current jobs. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Developing Authentic Mentorship Through Professional Organizations

Harsh realities in pandemic fatigue, burnout, inequities, and isolation are impacting academic pharmacy. Mentoring programs, especially inter-institutional programs such as those provided within the Sections and Special Interest Groups (SIGs) of the American Association of Colleges of Pharmacy (AACP), may combat some of these issues. Unfortunately, year after year, Academy members continue to request information from these groups on mentoring, whether it be the opportunity to pair up, for advice on how to be better mentors, or for guidance on how to develop a program on mentoring for the Sections and SIGs without an existing program. The need for authentic mentoring is vital to the success and retention of faculty and staff within the Academy. Therefore, it may be appropriate to take a closer look at why, despite ongoing mentoring programs scattered within AACP Sections and SIGs, these programs are unable to fulfill the needs of participants. [ FROM AUTHOR] Copyright of American Journal of Pharmaceutical Education is the property of American Association of Colleges of Pharmacy and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Workplace Diversity Influence on Employee Retention in Organizations during the COVID-19

The purpose of this study is to identify the factors influencing workplace diversity on employee retention in organizations during the COVID-19. In this study, the researchers aim to determine which factors will be the most effect on workplace diversity on employee retention in organizations during the COVID-19 variables in this study consisting of Supervisory relationship, perceived organizational support, perceived working climate, peer group interaction, diversity, and inclusion in the workplace engagement, and perceived organizational support. A total of 260 participants, which contain specific characteristics such as designation in human resource and non-human resource, gender, industry sectors, nature of industry, ownership, and age range. Both descriptive statistics and inferential statistics were used in data analysis such as frequency, percentage, mean, standard deviation, and multiple linear regression (MLR) to describe the demographic profile and the causal relationship between variables. In this study, results revealed that perceived working climate (PWC), supervisory relationship (SR), peer group interaction (PGI), and perceived organizational support (POS) have a positive significant effect on diversity and inclusion in the workplace engagement (DIW) at a p-value less than .05, also, diversity and inclusion in the workplace engagement (DIW) and perceived organizational support (POS) have a positive significant effect on employee retention during COVID-19 which all hypotheses support the null hypothesis.

How Does Servant Leadership Nurture Nurses' Job Embeddedness? Uncovering Sequential Mediation of Psychological Contract Fulfillment and Psychological Ownership

Aim. This research aimed to explore how servant leadership nurtures nurses' job embeddedness by uncovering the sequential mediation of psychological contract fulfillment and psychological ownership. Background. The healthcare of Pakistan is undergoing an acute shortage of 1.3 million nurses. The gap is widening due to unprecedented natural uncertainties (floods, earthquakes, COVID-19, dengue, polio, and monkeypox) and the large-scale brain drain of nurses. Therefore, exploring the underlying factors that could facilitate nurses' job embeddedness is imperative. Methods. A cross-sectional research design was employed, wherein data were gathered in three rounds, two months apart, from 587 nurses employed in public hospitals in Pakistan, and analysis was performed with Smart-PLS. Results. Servant leadership positively influences nurses' job embeddedness and psychological contract fulfillment. Besides, psychological contract fulfillment positively affects psychological ownership, and psychological ownership enhances nurses' job embeddedness. Finally, psychological contract fulfillment and psychological ownership sequentially mediate the relationship between servant leadership and job embeddedness. Conclusions. This research emphasized the vitality of servant leadership in nurturing nurses' job embeddedness. Implications for Nursing Management. Healthcare authorities should keenly focus on promoting servant leadership that shapes the positive perception of nurses about their psychological contract fulfillment and psychological ownership, which are essential resources to cherish nurses' job embeddedness.

Human Resource Considerations for Supporting Employees with Neurological Disorders: Multiple Sclerosis and Spinal Cord Injury

It is important for human resource (HR) teams to have the ability to appropriately identify and support the transition-to-work accommodation needs of employees with neurological disabilities as they return to work post-coronavirus disease-2019 (COVID-19) pandemic. This chapter discusses the potential biopsychological areas of consideration for human resource teams to focus their support on employees with spinal cord injury (SCI) or multiple sclerosis (MS), whose experience of work or the symptoms of these conditions have been affected by the COVID-19 pandemic and its resulting lockdowns. Potential short-term and long-term considerations in a post-COVID-19 workplace that focus on health-related work accommodations are discussed. The resulting effectiveness or success of such transition-to-work outcomes that focus on employees with neurological disorders (ewNDs) are suggested to be better evaluated by human resource teams using the lens of employee organizational commitment as it impacts employee retention. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

What CPAs Need to Know about Employee Retention Credit Fraud: Certified Public Accountant

According to the IRS, many of these solicitations are offering credits that are "too good to be true"- in some cases, they are downright fraudulent. Eligible employers can still claim the credit currently by filing an amended payroll tax return (Form 941-X) for each quarter during which they paid qualifying wages. Because amended payroll returns may be filed up to three years alfer the deadline for the original returns, employers will be able to claim ERC credits into 2025. [...]during the midst of the pandemic, the IRS undertook efforts to publicize the credit, affirmatively "urg[ing] employers to take advantage of the newly-extended employee retention credit." According to the IRS, promoters also are failing to advise taxpayers that they cannot deduct wages covered by ERC credits on the business's income tax returns or that they cannot claim the credit for wages that formed the basis of a PPP loan application that was granted (IR-2022-183, Oct. 19, 2022, https://bit.ly/40XkCMc).

Effect of workplace interior design on employees' and job seekers' decision to work at an organization: Person-organization fit-moderator or mediator?

The purpose of this quantitative study was to examine the relationship between workplace design (WPD) and current and future employees' decision to work at an organization (DTW), and to determine whether person-organization fit (POF) moderated or mediated that relationship. Two theories framed this study: the interior design theory of supportive design and the person-organization fit theory. Data were collected among 155 U.S. residents from The Chicago School of Professional Psychology students and alumni, as well as SurveyMonkey subscribers. This study used a questionnaire with WPD as independent variable, DTW as dependent variable, POF as moderating / mediating variable, and demographic variables (age, gender, race/ethnicity, and level of education) as control variables. One research question and three hypotheses guided this study. Data were assessed using Factor Analysis, and analyzed using descriptive statistics, correlations, and regressions. Results suggested that WPD was a significant predictor of DTW, but that POF did not moderate that relationship. On the other hand, results suggested that POF significantly predicted DTW and that it also mediated the relationship between WPD and DTW. The study concluded that current and future employees' DTW at an organization was influenced by WPD via POF. It was recommended that organizations' executives consider both WPD and POF in their recruitment strategies to attract and retain better employees. This research was the first of its kind in linking the constructs of WPD and POF. This study is timely as organizations' leaders are still figuring out strategies to recruit and retain better employees in this COVID-19 pandemic era. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Why are they still here: A look at employee retention amidst the COVID-19 pandemic

The purpose of this mixed methods study was to examine the impact of unplanned change, driven by the COVID-19 pandemic, on organizational culture and employee retention among essential workers in a growing healthcare organization. The research addresses the importance of employee retention, including factors related to retention, consequences of retentions, and the financial impact of employee attrition. Additionally, the research addresses employer strategies to increase retention, such as organizational culture, job satisfaction, employer brand, and generational differences in the workplace. The conceptual framework used for this research is an adaptation of the Burke-Litwin model of organizational performance and change (BLMOPC). The study sought to examine the change to the organization caused by the external environment factor of the COVID-19 pandemic by exploring the transactional factors of work unit climate and individual needs and values. Data collection consisted of a survey instrument and interviews with survey participants. The findings and results support the conceptual framework suggesting that the transformational factor of organizational culture is influenced by the transactional factors which can be leveraged to inform leaders and turn the COVID-19 crisis into an opportunity to create a stronger organizational culture. Recommendations to address the impact of the COVID-19 on organizational culture and employee retention are discussed and include a quantified and transparent approach to compensation and developing an organizational culture that promotes work-life balance and leadership presence. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

IN THE Wake

ASQ survey shows how job seekers, employers alike leverage online tools and new credentials to navigate a sometimes-choppy, challenging job market created by COVID-19 Maybe you're a quality professional wondering whether your career is all it can be. To learn more about those effects, ASQ sent out a pulse survey to 7,400 members in March to reach below the surface and take a closer look into how this historic phenomenon is affecting hiring practices and career development in the quality arena. [...]the infographic, "The Next Wave" (pp. 20-21), highlights the valuable ASQ resources that can help improve your abilities and credentials, buoying your chances for a successful job search or promotion. An estimate from late March had 44% of U.S. citizens currently seeking a new position.1 The pulse survey suggests, however, that the wave of resignations may not be slamming the quality profession as hard as it has hit other parts of the economy.

Effective strategies used by healthcare administrators to retain employees during COVID-19: A multiple case study

Healthcare leaders who fail to implement effective employee retention strategies during the COVID-19 pandemic could negatively affect patient outcomes, organizational goals, business performance, and employee wellbeing. This multi-site qualitative study aimed to explore effective strategies used by healthcare leaders to retain employees during the pandemic. This study addressed the lack of understanding of strategies used for employee retention in the healthcare industry. The purpose of this qualitative study was to gain a better understanding of the retention strategies used by healthcare executives during the COVID-19 pandemic. The guiding theory for the study was Herzberg's two-factor theory. A qualitative multiple case study design was utilized. The first research question was "How do healthcare administrators use strategies to retain employees during the COVID-19 Pandemic?" And second, was "How are retention strategies used by healthcare administrators effective in employee retention during and beyond the COVID-19 pandemic?" Data was collected by utilizing semi-structured interviews with 15 leaders in Memphis, Tennessee. The findings showed that employee engagement activities, training, flexible leave packages, implementing COVID policies, incentives for employees such as bonuses & pay increases, protection and valuing of employees and clients, taking additional safety precautions, and health insurance benefits for employees are the retention strategies used during COVID. The most effective retention strategies included bonuses and educational incentives for employees, providing employees with a collegial working environment, flexible duty schedule & employee engagement, incentives & benefits of a competitive salary, and paying attention to the needs, and one-on-one conversations with employees. Based on the current study it can be concluded that different effective strategies can be implemented to retain employees during the pandemic. The findings of this study may contribute to positive social change as business leaders may use these strategies to retain employees during and post-pandemic. In the future, a broad research study is needed to focus on factors that lead to job dissatisfaction and satisfaction during COVID-19. To further extend the literature, leaders from different locations and organizations should be included in future research studies. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Predictors that impact educators' decisions to teach in title I schools: A regression analysis

The purpose of this study is to collect and analyze data related to the impact of internal and external factors as predictors of teachers' decisions to teach in urban PK-6 Title I public schools. The quantitative study will identify the impact of predictors classified as teacher characteristics, school characteristics, organizational characteristics, teacher efficacy, and COVID-19 on teachers in classrooms that educate economically disadvantaged students in an urban Title I public school district in southwest Texas. Utilizing Bernard Weiner's (1958) Attribution Theory of Achievement as a framework, the study will measure the impact of internal and external factors that teachers attribute to their longevity in Title I classrooms. The guiding research question is: How do internal and external predictors, classified as teacher characteristics, school characteristics, organizational characteristics, teacher efficacy, and the COVID-19 pandemic predict teacher retention in urban Title I PreK-6 schools? The survey containing 62 questions was completed by 354 participants. The results of the study uncovered the degree of impact the predictors had on teachers' decision to continue to teach in some of the most challenging classrooms, despite the external and internal factors that led to the exit of many of their peers. The predictors identified as contributing to longevity in urban Title I public schools included (a) 20+ years of experience, (b) a bachelor's degree, and (c) salary and workload. The two predictors' teachers indicated would decrease the likelihood of longevity in Title I urban public schools included (a) teachers aged 25-35, and (b) teachers aged 36-43. The lessons learned from these teachers will be added to the body of research pertaining to the necessity to retain teachers in urban Title I public schools. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Slowing the great resignation: Leaders, it's time to engage! The mediating effect of psychological capital on self-leadership and work engagement

In the wake of the COVID-19 pandemic, millions of workers have quit their jobs. Many reasons have been associated with these transitions;however, burnout has been a leading cause of individuals resigning. Work engagement is the antithesis of burnout and is often linked with greater health and well-being, higher organizational commitment, improved job performance, positive emotions, a more significant amount of personal initiative, and motivation to learn. Given the rapid rate of change and increased burden on organizations, it has become more important to understand the antecedents of work engagement. The present study aimed to understand the relationship between self-leadership and work engagement and the mediating effect of psychological capital through a cross-sectional correlational survey design method. A total of 164 respondents completed the Abbreviated Self-Leadership Questionnaire, Psychological Capital Questionnaire, and Utrecht Work Engagement Scale. Results indicated that psychological capital significantly predicted work engagement, accounted for 17.6% of the variance and partially mediated the relationship between self-leadership and work engagement. Self-leadership also significantly predicted work engagement and accounted for 5.7% of the variance. These results were significant and imply that one's ability to engage in self-leadership behaviors and marshal internal resources to maintain a more positive and resilient outlook on their future is critical to remaining engaged at work. Organizations seeking to improve the level of engagement could leverage these results to modify leadership programs to include elements of self-discovery that will impact one's ability to influence themselves and their internal narrative. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

From dichotomy to continuum: Linking the recruitment and retention of science teachers

High schools throughout the United States, especially those serving high poverty and high minority communities, struggle to find qualified science teachers to fill vacancies, a situation that has been further exacerbated by the COVID-19 pandemic. This science teacher shortage is caused by a combination of low levels of recruitment into the profession and high levels of attrition from the profession, which has led those hoping to ameliorate the shortage to focus on either increasing the recruitment of pre-service teachers into science teacher preparation programs or improving the retention of in-service science teachers in the field. Instead of viewing these two ends of the so-called science teacher pipeline as distinct and dichotomous, the primary goal of this two-paper dissertation is to explore and characterize the connection between the recruitment and retention of science teachers. In the first paper, a content analysis approach is used to identify the factors that motivated six science undergraduates to apply to a secondary science teacher preparation program and compare their motivations to those described in the literature. In the second paper, a multi-case study is conducted to determine how the science teaching commitments of six pre-service science teachers changed over the course of their science teacher preparation program and to identify the elements of their science teacher preparation program that contributed to changing commitments to science teaching. By drawing upon the findings of both papers, this dissertation argues that there is a link between science teacher recruitment and retention, and it lies in the conversion of interest in science teaching into commitment to science teaching. This connection positions science teacher preparation programs not only as instruments of science teacher recruitment, but also as a first line of defense against science teacher attrition. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

COVID-19's impact on teachers and the teaching profession

COVID-19's influence on the teaching profession will be felt for many years as teachers faced experiences that they have never encountered. The pandemic forced already taxed teachers to assume additional responsibilities, many of which they were not prepared to deal with. The result was an exodus of teachers from the profession, and those who remained reported challenges that impacted their personal and professional lives. The authors describe the effects on teachers and the impact that this had on them, including reasons why many departed from teaching. In closing, the authors offer recommendations to teacher preparation programs, districts, and schools. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Examining the impact of implementing effective onboarding on beginning teacher and new hire turnover in a Title I elementary school

Teacher retention has been a growing nationwide concern for years that has exponentially worsened as a result of the COVID-19 global pandemic. Schools serving students from low socioeconomic backgrounds tend to be most negatively affected by high rates of teacher turnover. This study examined the impact of implementing effective onboarding on beginning teachers and new hires in a Title I elementary school in an effort to reduce teacher turnover. A mixed methods action research design was utilized whereby an onboarding program was implemented across three phases of improvement using the Plan, Do, Study, Act model. Data were collected using surveys and interviews with the teacher participants. Teacher preparation, teacher retention, benefits and compensation, mentor support, onboarding, and self-efficacy were factors analyzed. Teacher and staff turnover continued to occur throughout each phase of the study. The findings indicate that while the onboarding program implemented had a positive effect on the participants, the results were inconclusive overall due to the numerous confounding variables that arose and could not be controlled by the scholarly practitioner. (PsycInfo Database Record (c) 2022 APA, all rights reserved)